Functions of Management

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This is an arrangement paper that was compiled by several students attending the University of Phoenix online classroom. This paper elaborates on the four functions of management. In order for an organization to survive, each of these functions is critical. Comprehensive understanding of each of the four functions is also necessary. This paper also identifies and presents operational illustrations of the four basic functions. It emphasizes the need to perform each of these management functions efficiently and effectively in order to create a sustainable competitive advantage for a company. Without properly utilizing these tools, the organization could be headed down a road doomed to failure.

General Motors: Functions of Management


General Motors Corporation (GM) one of the world's largest automakers, was founded in 1908, and today manufactures cars and trucks in 34 countries. With its global headquarters in Detroit, GM employs 252,000 people in every major region of the world. They also sell and services vehicles in some 140 countries (GM, 2009). GM employs the four functions of management: planning, organizing, leading, and controlling. Their collective purpose is to promote success and achieve organizational goals. If correctly applied an organization can create worth, influence skills of individual contributors, and promote learning and development. In addition, it ensures leaders are overseeing performance and assessing efforts so success can be measured. Successful management depends on the application of its four functions. Each function is equally important to the whole. They are necessary because goals are determined, action is made easy and performance is evaluated. GM has also recognized internal and external factors that need to be evaluated to ensure desired goals. Factors such as globalization, technology, innovation, diversity, and ethics need to be considered for each function of management. We The paper will discuss how internal and external factors impact each function of management .

Internal and external forces are always behind the planning of any company. Externally, GM has been pushed into changing their technology to be greener. Their strategic goals are to get this technology into mass production. This change in technology also changes the company’s plans for who is managing what department. GM needs to have people in places that are beneficial to the company’s future. Their standing plan is to promote Bob Lutz, Vice Chairman Global Product Development, into a new role as Senior Advisor. His mission is to “provide strategic input into GM’s global design and key initiatives (GM News, 2009).”

GM is one of the world’s largest automakers. They manufacture cars and truck in 34 countries. They also sell and service vehicles in 140 countries. With this type of global expansion, GM has to use all types and levels of planning to keep the company moving. This would include financial plans to contingency, if there is a strike.

With the possibility of bankruptcy looming, GM confessed in the a New York Times article, their “biggest failing”, reflected in a clear pattern over recent decades. This failing has been its inability to strike a balance between those inside the company who pushed for innovation ahead of the curve, and the finance executives who worried more about returns on investment “(Maynard, 2009). If GM had done a better job at planning, they would have seen that innovation is the key to success for any company.

GM is a global company so they have to ensure acknowledgment of their drivers, employees, and customers. They are in need of a strategic plan for the future on how to accomplish this goal. According to Rod Gillum, VP of Corporate Responsibility and Diversity, they plan on doing this by recruiting and retaining diverse...
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